Friday, January 2, 2009
wordlist by tintash
Wordlist is a set of iPhone/iPod-Touch apps that can help you Ace the verbal section of standardised tests such as GRE and SAT by allowing you to review and memorize the meaning of most commonly tested words.
Sunday, December 7, 2008
10 things ffective people.do
Effective people:
1.Believe there is no such thing as perfection.
2.Believe the basic intention of life, the universe, people, etc, is relatively good Everyone always 3.believe that they are right and that are doing good, from their own perspective.
4.Seek only obtaining a result, a decision, a change, not to win or lose.
5.Believe there is no failure or success, only feedback, knowledge.
6.Act with integrity and honesty.
7.Do something else, or stop doing nothing, if things are not to their preference.
8.View ideas and thoughts from various viewpoints.
9.Have a clear idea of objectives.
10.Believe mind and Body are part of the same system
1.Believe there is no such thing as perfection.
2.Believe the basic intention of life, the universe, people, etc, is relatively good Everyone always 3.believe that they are right and that are doing good, from their own perspective.
4.Seek only obtaining a result, a decision, a change, not to win or lose.
5.Believe there is no failure or success, only feedback, knowledge.
6.Act with integrity and honesty.
7.Do something else, or stop doing nothing, if things are not to their preference.
8.View ideas and thoughts from various viewpoints.
9.Have a clear idea of objectives.
10.Believe mind and Body are part of the same system
Monday, December 1, 2008
habit 2 summary
When we begin with the end in mind, we have a personal direction to guide our daily activities, without which we will accomplish little toward our own goals. Beginning with the end in mind is part of the process of personal leadership, taking control of our own lives.
All things are created twice. We create them first in our minds, and then we work to bring them into physical existence. By taking control of our own first creation, we can write or re-write our own scripts, thus taking some control and responsibility for the outcome. We write or re-write our scripts using our imagination and conscience.
There are three major aspects of our personal and business management. First is leadership - what do I/we want to accomplish? Second is management - how can I best accomplish it? Third is productivity - doing it. According to Peter Drucker and Warren Bennis, "Management is doing things right; Leadership is doing the right things."
We must reexamine the center of our life. Our center is the source of our security, guidance, wisdom and power. Making people or things outside ourselves important places ourselves at the mercy of mood swings, inconsistent behavior and uncontrollable changes of fortune. Being self-centered is too limiting - people develop poor mental health in isolation.
By centering our lives on correct principles, we create a stable, solid foundation for the development of our life support factors and embrace and encompass the truly important areas of our lives. Successful relationships, achievement and financial security will radiate from the principle center.
In developing your personal mission statement, you can use your creative ability to imagine life milestones such as birthdays, anniversaries, retirement and funerals. What accomplishments would you like to celebrate? Visualize them in rich detail.
You can make your mission statement balanced and easier to work with by breaking it down into the specific role areas of your life and the goals you want to accomplish in each area. Affirmation and visualization are both self programming techniques that should be used in harmony with correct principles.
Mission statements can also be made for families, service groups and organizations of all kinds.
A family mission statement is an expression of its true foundation, its shared vision and values.
Organizational mission statements should be developed by everyone in the organization. If there is no involvement in the process, there will be no commitment to the statement. The reward system must compliment and strengthen the stated value systems.
All things are created twice. We create them first in our minds, and then we work to bring them into physical existence. By taking control of our own first creation, we can write or re-write our own scripts, thus taking some control and responsibility for the outcome. We write or re-write our scripts using our imagination and conscience.
There are three major aspects of our personal and business management. First is leadership - what do I/we want to accomplish? Second is management - how can I best accomplish it? Third is productivity - doing it. According to Peter Drucker and Warren Bennis, "Management is doing things right; Leadership is doing the right things."
We must reexamine the center of our life. Our center is the source of our security, guidance, wisdom and power. Making people or things outside ourselves important places ourselves at the mercy of mood swings, inconsistent behavior and uncontrollable changes of fortune. Being self-centered is too limiting - people develop poor mental health in isolation.
By centering our lives on correct principles, we create a stable, solid foundation for the development of our life support factors and embrace and encompass the truly important areas of our lives. Successful relationships, achievement and financial security will radiate from the principle center.
In developing your personal mission statement, you can use your creative ability to imagine life milestones such as birthdays, anniversaries, retirement and funerals. What accomplishments would you like to celebrate? Visualize them in rich detail.
You can make your mission statement balanced and easier to work with by breaking it down into the specific role areas of your life and the goals you want to accomplish in each area. Affirmation and visualization are both self programming techniques that should be used in harmony with correct principles.
Mission statements can also be made for families, service groups and organizations of all kinds.
A family mission statement is an expression of its true foundation, its shared vision and values.
Organizational mission statements should be developed by everyone in the organization. If there is no involvement in the process, there will be no commitment to the statement. The reward system must compliment and strengthen the stated value systems.
Saturday, November 29, 2008
habit 1 BE PROACITVE
PRIVATE VICTORY
HABIT ONE
BE PROACTIVE
Self-awareness is the reason why man has dominion over all the things in the world and why he can make significant advances from generation to generation. Self-awareness enables us to stand apart and examine the way we “see” ourselves - our self paradigm, the most fundamental paradigm of effectiveness.
THE SOCIAL MIRROR
While we have acknowledged the tremendous power of conditioning in our lives, to say that we are determined by it, that we have no control over that influence, creates quite a different map. There are three theories of determinism:-
GENETIC DETERMINISM basically says our grandparents did it to us.
PSYCHIC DETERMINISM says your parent’s sis it to you. Your upbringing, your childhood experience made you the person you are today.
ENVIRONMENTAL DETERMINISM says something in the environment is doing it to you and is responsible for your situation.
Each of these maps is based on the stimulus/response theory. The basic idea is that we are conditioned to respond in a particular way to a particular stimulus. Between stimulus and response man has to choose his freedom. We have conscience and independent will- the ability to act based on our self-awareness, free of all other influences.
PROACTIVITY DEFINED
Proactivity means more than taking initiative. It means that as humans we are responsible for our own lives. Highly proactive people recognize that responsibility. They do not blame circumstances, condition, or conditioning for their behavior. Reactive people are often affected by their physical environment. Proactive people are driven by values – carefully thought about, selected and internalized values. As Eleanor Roosevelt observed, “No one can hurt you without your consent.”
TAKING THE INITIATIVE
Taking initiative does not mean being pushy, or aggressive. It does mean recognizing our responsibility to make things happen. For instance, people who end up with good jobs are always those who take initiative, they are part of the solution not part of the problem.
Proactive people focus their efforts in the CIRCLE OF INFLUENCE. The work on things they can do something about. The nature of their energy is positive which causes their circle of influence to increase. Reactive people on the other hand focus their energies on the circle of concern, things about which they cannot do anything. This causes their circle of influence to shrink.
The circle of concern is filled with the have’s. For instance “if I had my degree” etc. The circle of influence is filled with the be’s “I can be more loving.” The proactive approach is to change from inside-out, be different by being different.
HABIT ONE
BE PROACTIVE
Self-awareness is the reason why man has dominion over all the things in the world and why he can make significant advances from generation to generation. Self-awareness enables us to stand apart and examine the way we “see” ourselves - our self paradigm, the most fundamental paradigm of effectiveness.
THE SOCIAL MIRROR
While we have acknowledged the tremendous power of conditioning in our lives, to say that we are determined by it, that we have no control over that influence, creates quite a different map. There are three theories of determinism:-
GENETIC DETERMINISM basically says our grandparents did it to us.
PSYCHIC DETERMINISM says your parent’s sis it to you. Your upbringing, your childhood experience made you the person you are today.
ENVIRONMENTAL DETERMINISM says something in the environment is doing it to you and is responsible for your situation.
Each of these maps is based on the stimulus/response theory. The basic idea is that we are conditioned to respond in a particular way to a particular stimulus. Between stimulus and response man has to choose his freedom. We have conscience and independent will- the ability to act based on our self-awareness, free of all other influences.
PROACTIVITY DEFINED
Proactivity means more than taking initiative. It means that as humans we are responsible for our own lives. Highly proactive people recognize that responsibility. They do not blame circumstances, condition, or conditioning for their behavior. Reactive people are often affected by their physical environment. Proactive people are driven by values – carefully thought about, selected and internalized values. As Eleanor Roosevelt observed, “No one can hurt you without your consent.”
TAKING THE INITIATIVE
Taking initiative does not mean being pushy, or aggressive. It does mean recognizing our responsibility to make things happen. For instance, people who end up with good jobs are always those who take initiative, they are part of the solution not part of the problem.
Proactive people focus their efforts in the CIRCLE OF INFLUENCE. The work on things they can do something about. The nature of their energy is positive which causes their circle of influence to increase. Reactive people on the other hand focus their energies on the circle of concern, things about which they cannot do anything. This causes their circle of influence to shrink.
The circle of concern is filled with the have’s. For instance “if I had my degree” etc. The circle of influence is filled with the be’s “I can be more loving.” The proactive approach is to change from inside-out, be different by being different.
Thursday, November 27, 2008
DELEGATION
Delegation is the passing down of authority from higher to lower levels in the chain of command. Delegation is not the same as participation. Participation involves sharing of authority but in delegation the worker is in authority of making decisions on his own. There are 5 behaviors that effect delegation:-
1. CLARIFY THE ASSIGNMENT – this involves deciding what needs to be delegated and to whom, and the assigning of responsibility. Agreement is made on what needs to be done and a clear end goal is in mind
2. SPECIFY EMPLOYEE’S RANGE OF DISCRETION – this involves setting parameters as to how much authority is being passed down to the employee. The employee is clarified of the limit to his authority and the range of his discretion.
3. ALLOW THE EMPLOYEE TO PARTICIPATE – the employee who is to perform the job is made to participate in the decision of how much authority is to be delegated.
4. INFORM OTHERS THAT DELGATION HAS OCCURRED – people inside and outside the organization should know delegation has taken place within the organization. The task and amount of authority should also be made clear.
5. ESTABLISH FEEDBACK CHANNELS – controls should be set to monitor employees performance and task completion. Controls can be supplemented to ensure authority is not abused.
1. CLARIFY THE ASSIGNMENT – this involves deciding what needs to be delegated and to whom, and the assigning of responsibility. Agreement is made on what needs to be done and a clear end goal is in mind
2. SPECIFY EMPLOYEE’S RANGE OF DISCRETION – this involves setting parameters as to how much authority is being passed down to the employee. The employee is clarified of the limit to his authority and the range of his discretion.
3. ALLOW THE EMPLOYEE TO PARTICIPATE – the employee who is to perform the job is made to participate in the decision of how much authority is to be delegated.
4. INFORM OTHERS THAT DELGATION HAS OCCURRED – people inside and outside the organization should know delegation has taken place within the organization. The task and amount of authority should also be made clear.
5. ESTABLISH FEEDBACK CHANNELS – controls should be set to monitor employees performance and task completion. Controls can be supplemented to ensure authority is not abused.
Summary of chapter 1
CHAPTER 1
INTRODUCTION TO MANAGEMENT
WHAT IS MANAGEMENT?
Simply speaking management is what managers do. A better explanation is that management involves coordinating and over seeing the work activities of others so that their activities are completed efficiently and effectively.
DIFFERENT KINDS OF MANAGERS
FIRST LINE MANAGERS: these are managers a lowest levels of the organization that mange the work of non managerial employees.
MIDDLE MANAGERS: managers between the first and the top level of the organization who manage the work of first line managers.
TOP MANAGERS: managers at or near the upper levels if the organization structure who are responsible for making organization wide decisions and establishing the goals and plans that affect the entire organization.
MANAGEMENT FUNCTIONS
Managers engage in planning, they define goals, establish strategies for achieving these goals, and develop plans to integrate and coordinate these activities.
Mangers are also responsible for arranging and structuring work to accomplish the organizations goals. We call this function organization. When managers organize, they determine what tasks are to be done.
Every organization includes people and a manager’s job is to work with and through people to accomplish the organizational goals. This is the leading function. When managers motivate subordinates, help resolve work group conflicts etc.
The final management function is controlling. After the goals and plans are set (planning), the tasks and structural arrangements determines (organizing), and the people hired, trained, and motivated (leading), there has to be some evaluation if whether things are going as planned.
MANAGEMENT ROLES
INTERPERSONAL roles involve people and other duties that are ceremonial and symbolic in nature. These include figure heads leaders and liaisons. E.g. greeting visitors or doing external board work
INFORMATIONAL roles involve collecting, receiving and disseminating information. These include monitor, disseminator and spokes person. E.g. reading periodicals, making phone calls etc.
DECISIONAL role revolve around making choices. E.g. organizing strategy.
ORGANIZATION
It is the deliberate arrangement of people to accomplish some specific purpose. Organizations are changing because the world around them is changing. There are two types of organization traditional and dynamic.
WHY STUDY MANAGEMENT?
Universality of management – there is universal need for it
Reality of the job – people can either manage or be managed
There are certain rewards and challenges of a manager’s job.
INTRODUCTION TO MANAGEMENT
WHAT IS MANAGEMENT?
Simply speaking management is what managers do. A better explanation is that management involves coordinating and over seeing the work activities of others so that their activities are completed efficiently and effectively.
DIFFERENT KINDS OF MANAGERS
FIRST LINE MANAGERS: these are managers a lowest levels of the organization that mange the work of non managerial employees.
MIDDLE MANAGERS: managers between the first and the top level of the organization who manage the work of first line managers.
TOP MANAGERS: managers at or near the upper levels if the organization structure who are responsible for making organization wide decisions and establishing the goals and plans that affect the entire organization.
MANAGEMENT FUNCTIONS
Managers engage in planning, they define goals, establish strategies for achieving these goals, and develop plans to integrate and coordinate these activities.
Mangers are also responsible for arranging and structuring work to accomplish the organizations goals. We call this function organization. When managers organize, they determine what tasks are to be done.
Every organization includes people and a manager’s job is to work with and through people to accomplish the organizational goals. This is the leading function. When managers motivate subordinates, help resolve work group conflicts etc.
The final management function is controlling. After the goals and plans are set (planning), the tasks and structural arrangements determines (organizing), and the people hired, trained, and motivated (leading), there has to be some evaluation if whether things are going as planned.
MANAGEMENT ROLES
INTERPERSONAL roles involve people and other duties that are ceremonial and symbolic in nature. These include figure heads leaders and liaisons. E.g. greeting visitors or doing external board work
INFORMATIONAL roles involve collecting, receiving and disseminating information. These include monitor, disseminator and spokes person. E.g. reading periodicals, making phone calls etc.
DECISIONAL role revolve around making choices. E.g. organizing strategy.
ORGANIZATION
It is the deliberate arrangement of people to accomplish some specific purpose. Organizations are changing because the world around them is changing. There are two types of organization traditional and dynamic.
WHY STUDY MANAGEMENT?
Universality of management – there is universal need for it
Reality of the job – people can either manage or be managed
There are certain rewards and challenges of a manager’s job.
Wednesday, November 26, 2008
summary of chapter 6
CHAPTER SIX
DECISION MAKING
HOW DO MANAGERS MAKE DECISIONS?
Decision making is a set of eight steps that include identifying a problem, selecting an alternative, and evaluating the decisions effectiveness.
The eight steps of the decision making process are:-
1. Identification of a problem
2. Identification of decision criteria
3. Allocation of weights to criteria
4. Development of alternatives
5. Analysis of alternatives
6. Selection of an alternative
7. Implementation of the alternative
8. Evaluation of decision effectiveness
HOW ARE DECISIONS MADE?
Rationality: managers make consistent, value maximizing choices within specified constraints.
Bounded Rationality: managers make decisions rationally but are limited (bounded) by their ability to process information, so they end up satisficing.
Intuition: decisions are made on the bases of experience, feeling and accumulated judgment.
WHAT TYPES OF PROBLEMS DO MANAGERS FACE?
STUCTURED PROBLEMS: are straight forward, familiar and easily defined. For instance a server spills a drink on a customer’s coat. The manager has an upset customer and he needs to do something about it. Programmed decision is a repetitive decision that can be handled by a routine approach. A procedure is a series of interrelated steps that manger can use to respond to a structured problem.
UNSTRUCTURED PROBLEMS: are new or unusual and for which information is ambiguous or incomplete. Nonprogrammed decisions are unique and require a custom made solution.
MANAGERS MAKE DECISIONS when there is
1. Certainty
2. Risk
3. Uncertainty
DIFFERENT STYLES OD DECISION MAKING:
1. ANALYTICAL style is characterized by high tolerance for ambiguity and a rational way of thinking
2. DIRECTIVE style is marked by low tolerance for ambiguity and a rational way of thinking.
3. CONCEPTUAL style characterized by high tolerance for ambiguity and a rational way of thinking.
4. BEHAVIORAL style low tolerance for ambiguity and an intuitive way of thinking.
BIASES AND ERRORS THAT EFFECT DECISION MAKING
o Overconfidence
o Anchoring effect
o Confirmation
o Sunk costs
o Representation
o Self-serving
o Immediate gratification
o Selective perception
o Framing
o Availability
o Randomness
o Hindsight
DECISION MAKING
HOW DO MANAGERS MAKE DECISIONS?
Decision making is a set of eight steps that include identifying a problem, selecting an alternative, and evaluating the decisions effectiveness.
The eight steps of the decision making process are:-
1. Identification of a problem
2. Identification of decision criteria
3. Allocation of weights to criteria
4. Development of alternatives
5. Analysis of alternatives
6. Selection of an alternative
7. Implementation of the alternative
8. Evaluation of decision effectiveness
HOW ARE DECISIONS MADE?
Rationality: managers make consistent, value maximizing choices within specified constraints.
Bounded Rationality: managers make decisions rationally but are limited (bounded) by their ability to process information, so they end up satisficing.
Intuition: decisions are made on the bases of experience, feeling and accumulated judgment.
WHAT TYPES OF PROBLEMS DO MANAGERS FACE?
STUCTURED PROBLEMS: are straight forward, familiar and easily defined. For instance a server spills a drink on a customer’s coat. The manager has an upset customer and he needs to do something about it. Programmed decision is a repetitive decision that can be handled by a routine approach. A procedure is a series of interrelated steps that manger can use to respond to a structured problem.
UNSTRUCTURED PROBLEMS: are new or unusual and for which information is ambiguous or incomplete. Nonprogrammed decisions are unique and require a custom made solution.
MANAGERS MAKE DECISIONS when there is
1. Certainty
2. Risk
3. Uncertainty
DIFFERENT STYLES OD DECISION MAKING:
1. ANALYTICAL style is characterized by high tolerance for ambiguity and a rational way of thinking
2. DIRECTIVE style is marked by low tolerance for ambiguity and a rational way of thinking.
3. CONCEPTUAL style characterized by high tolerance for ambiguity and a rational way of thinking.
4. BEHAVIORAL style low tolerance for ambiguity and an intuitive way of thinking.
BIASES AND ERRORS THAT EFFECT DECISION MAKING
o Overconfidence
o Anchoring effect
o Confirmation
o Sunk costs
o Representation
o Self-serving
o Immediate gratification
o Selective perception
o Framing
o Availability
o Randomness
o Hindsight
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